Knowledge Center

Many companies struggle to find and keep a strong CIO. Are they asking too much, or have they not put in place the culture, organizational structure, and executive support to help their CIO succeed?

In a robust PE market, there’s record demand for private equity investment professionals. Many are seeing compensation, in terms of base and bonus, rise too, according to our latest survey.

Heidrick & Struggles’ third annual survey of senior executives in healthcare and life sciences reveals unrelenting disruption in the sector and highlights the tactics they are undertaking to help their companies thrive.

As more founders of investment firms retire, they need to carefully consider the leadership, purpose, culture, and governance they’ll leave behind. Answering some key questions will help.

The role of the CEO is changing, and so are the skills and competencies being sought, according to our findings on newly appointed CEOs across 16 countries.

Market access strategists are becoming increasingly critical to products’ success. Yet most biopharma companies are behind the times in how they define the role and find the right person to fill it.

CEOs often seek to accelerate digital transformations by adding a chief digital officer. But there are a number of questions they should ask first, and several models of digital leadership to consider.

Singapore’s public company boards have realized the need for more rapid change in corporate governance to meet new economic opportunities. This year’s report tracks how a focus on issues such as board renewal and diversity is affecting director recruitment.

Hong Kong’s public company boards are seeking new director skills and expertise. In this year’s report, we track what experience is in demand and how recruitment of directors is evolving.

Public company boards in Australia have taken note of public and government pressure for more diversity, increasing the appointment of women to boards. This report on new directors tracks the governance changes underway in Australia and New Zealand.

Companies that excel at simplicity throughout their organizations continuously and repeatedly seek to kill complexity in four key areas: strategy, operating model, culture, and activity.

Manufacturing companies have not shown as much progress in diversity and inclusion as some other sectors—but they have the capacity to become leaders by applying the distinctive problem-solving skills they use for other business challenges.

Many investment professionals in both Europe and Africa are seeing an increase in base and bonus, according to our latest survey, and the European market is also seeing a talent scarcity.